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For every child, WASH

Under the overall direction and guidance of the Representative, the WASH Senior Manager Cluster Coordinator will provide leadership and representation of the Cluster/ Sector/ Working Group. They will facilitate the processes that will ensure a well-coordinated, strategic, adequate, coherent, and effective response by participants in the Cluster/ Sector/ Working Group that is accountable to those who are affected by the emergency.

In their effort to provide an efficient and effective response to the humanitarian crisis, the WASH Senior Manager Cluster Coordinator is responsible for building relationships with stakeholders, for securing the overall coordination of sectoral responses and for ensuring inter-sectoral collaboration.

How can you make a difference? 

Summary of key functions/accountabilities:

1. Coordination, representation and leadership

• Ensure, establish and maintain a coordination mechanism that facilitates the effective achievement of the cluster functions (as outlined by the IASC Reference Module) and the requirements of the HPC (HNO, HRP and CCPM), and which builds on pre-existing coordination structures where appropriate and furthers the development of current or future national and subnational capacities,
• Oversee the functioning of any sub-national or hub Cluster/ Sector/ Working Group where they exist, ensuring alignment of work and priorities, effective communication, reporting, engagement and coordination between the levels,
• Supervise the Cluster/ Sector/ Working Group coordination team,
• Ensure appropriate coordination and build partnerships with all relevant sector stakeholders including government counterparts and national authorities, local, national and international organizations and affected populations,
• Build complementarity of partner actions within the Cluster/ Sector/ Working Group, pro-actively negotiating with a wide range of partners to avoid and resolve duplication and gaps and taking action to resolve any conflict or systemic challenges arising from within or beyond the Cluster/ Sector/ Working Group,
• Coordinate, collaborate and represent the Cluster/ Sector/ Working Group with stakeholders across all sectors, including through inter-cluster coordination fora, developing cross-sectoral relationships as appropriate.
• Create and foster an atmosphere in which people are inspired and motivated.
• Serve as chief advisor to senior management across the organization on people management, and in doing so, ensure the function’s reputation as a value-added, technically competent and reliable service provider.
• Make critical contributions to recommendations impacting on country, area and regional coordination goal achievement and the effective management of financial and human resources.
• Exercise effective oversight and leadership for making strategic and administrative decisions on situation analysis, programme/coordination strategy, planning, implementation and evaluation as well as use of funds and staffing.

2. Needs assessment and analysis

• Lead the planning and implementation of needs assessment and analysis, including representing the Cluster/ Sector/ Working Group and taking a leading role in multi-sectoral needs assessments and joint analysis of need, at national and subnational levels,
• Analyse needs assessment data and work collaboratively with the Cluster/ Sector/ Working Group partners to create analytical products, including an HNO based on evidence-based information.

3. Strategic response planning

• Lead and coordinate strategic planning, response prioritization and the development of the sectoral response plan that is based on the HNO and aligned with national priorities, policies and plans,
• Ensure all programme delivery modalities (in-kind, cash, voucher and services) are given equal consideration in the strategic response planning and establish and implement systematic measures for supporting their consideration and use,
• Provide high-level technical expertise to drive strategic-level discussion and ensure the sectoral response addresses national priorities and affected populations' needs drawing on the latest innovations and research,
• Ensure that the Cluster/ Sector/ Working Group response plan is updated regularly according to evolving needs and that it establishes indicators by which performance of the cluster can be measured,
• Engage with OCHA and other AoRs/ Clusters/ Sectors/ Working Groups to contribute to the development of the HRP, advocating for a response that reflects and addresses the concerns of the Cluster/ Sector/ Working Group.

4. Resource mobilization and advocacy

• Support and coordinate the mobilization and equitable allocation of adequate resources to ensure the effective functioning of the Cluster/ Sector/ Working Group and its response, identifying and taking actions to resolve any ongoing or potential future challenges that impact partners' access to resources and subsequent handing over and establishment of medium to long term capacities when the cluster approach is deactivated,
• Monitor, analyse and communicate information about the Cluster/ Sector/ Working Group’s financial situation and resource mobilization and identify appropriate actions to address gaps or constraints,
• Advocate for improved sectoral outcomes, by developing an advocacy strategy, networking with advocacy allies, influencing stakeholders' decision-making and ensuring that advocacy activities are adequately resourced.

5. Implementation and monitoring

• Monitor, evaluate and report on the coverage, equity, quality and progress of the response against the Cluster/ Sector/ Working Group strategy, priorities and agreed results,
• Plan and oversee gap and coverage analysis to identify spatial and temporal gaps, overlaps and coverage of the Cluster/ Sector/ Working Group humanitarian response,
• Monitor Cluster/ Sector/ Working Group adherence to IASC cluster approach principles, relevant humanitarian and sectoral agreements, standards, initiatives and guidelines and provide systemic advice and support to make improvements.

6. Operational peer review and evaluation

• Lead the annual cluster coordination performance monitoring (CCPM) exercise and annual review and contribute to other sectoral and humanitarian evaluations as appropriate.

7. Accountability to affected populations

• Be accountable to the affected population by establishing inclusive and consultative feedback mechanisms, creating meaningful opportunities for the involvement of the affected population in the response and encouraging partners to operate accountably,
• Ensure the inclusion of cross cutting issues (age, child protection, disability, gender, gender-based violence (GBV) mitigation and response and HIV & AIDS) in Cluster/ Sector/ Working Group activities throughout the HPC,
• Establish and implement systematic measures for supporting inclusive work practices and processes,
• Adhere to child safeguarding and PSEA policies including procedures for challenging and reporting incidents and ensure other members of the coordination team comply.

8. Strengthen national and local capacity

• Encourage participation of local and national actors in Cluster/ Sector/ Working Group activities and strategic decision-making, removing barriers to access,
• Lead the development of a capacity assessment and capacity strengthening strategy for Cluster/ Sector/ Working Group members and oversee implementation and harmonization of initiatives,
• Lead early warning, contingency planning, and emergency preparedness efforts for the Cluster/ Sector/ Working Group, ensuring adequate cluster participation in inter-cluster early warning, contingency planning and emergency preparedness activities.

To qualify as an advocate for every child you will have…

Minimum requirements:

Education: An advanced university degree in one of the following fields is required: public health, social sciences, health and hygiene behavior change communication, WASH-related engineering or another relevant technical field.

Experience:  

• A minimum of 10 years of professional experience, preferably at the international level, in WASH-related programme planning and management is required.
• A minimum of 3 years of experience of WASH Cluster/ Sector/ Working Group coordination is required.
• Experience in effective leadership and management of teams to deliver results in high stress/risk environments is required.
• Experience in a mixed set of country contexts, in multiple geographic regions, including a deployment mission with UN, Government or INGO is required.

Language Requirements: Fluency in English and the official UN language of the duty station are required.

Desirables:

• Additional relevant post-graduate courses that complement/ supplement the main degree are a strong asset.
• Experience in humanitarian contexts is required. Experience in development contexts is an added advantage.
• Relevant experience in programme management in WASH related areas in a UN system agency or organization is considered an asset.
• Knowledge of other languages (Arabic, Chinese, French, Russian or Spanish) is considered an asset.

Technical requirements:

1. Humanitarian architecture, cluster approach and core functions

• Key process and features of the humanitarian programme cycle (HNO, HRP and CCPM), the humanitarian reform process and the transformative agenda, the Humanitarian-Development Nexus and the Grand Bargain Commitments,
• IASC Guidance Note on Strengthening Participation, Representation and Leadership of Local and National Actors in IASC Humanitarian Coordination Mechanisms, IASC Results Group 1 on Operational Response, (2021),
• IASC Reference Module for Cluster Coordination at Country Level (2015),
• IASC Guidance Note on Using the Cluster Approach to Strengthen Humanitarian Response (2006).

2. Humanitarian principles, standards and guidelines

• Core Commitments for Children in Humanitarian Action, (2020), UNICEF,
• The Sphere Handbook, (2018), Sphere,
• Core Humanitarian Standard on Quality and Accountability, (2014), CHSA,
• Code of Conduct for the International Red Cross and Red Crescent Movement and Non-Governmental Organizations (NGOs) in Disaster Relief, (1994), ICRC,
• Accountability to Affected Populations: The Operational Framework, (2013), IASC,
• Principles of Partnership: A Statement of Commitment, (2007), ICVA,
• Availability, Accessibility, Acceptability, Quality (AAAQ) framework: A tool to identify potential barriers in accessing services in humanitarian settings, (2019), UNICEF,
• Statement on the Centrality of Protection in Humanitarian Action, (2013), IASC,
• Special Measures for Protection from Sexual Exploitation and Sexual Abuse, (2008), Secretary General Bulletin,
• Guidelines for Integrating Gender-Based Violence Interventions in Humanitarian Action, (2015), IASC.

3. WASH in Emergencies principles, standards, concepts, tools and resources

• WASH Minimum Commitments for the Safety and Dignity of Affected People, (2016), Global WASH Cluster,
• GWC Coordination Toolkit, (2020), Global WASH Cluster,
• An Introduction to Community Engagement in WASH, (2018), Oxfam,
• Violence, Gender and WASH Toolkit, (2014), WEDC/ Loughborough University.
• Inter-sectoral linkages with key sectors including Health (including public health, disease control and epidemiology); Nutrition; Education; Shelter and, in particular, Urban Shelter,
• Key concepts, minimum standards, key actions and indicators for water supply, sanitation and hygiene promotion as identified in the Sphere Handbook as well as linkages with the Humanitarian Charter, Protection Principles and Core Humanitarian Standard,
• Key programming interventions and relevant data sets in WASH technical areas of water, sanitation, hygiene, how these areas link together and how they vary according to context, emergency typology and phases of the HPC,
• Key sector initiatives including the WHO/ UNICEF Joint Monitoring Programme, the Sustainable Development Goals (SDGs), Global Analysis and Assessment of Sanitation and Drinking Water (GLAAS) and Sanitation and Water for All (SWA),
• Market Based Programming (MBP) and Cash Transfer Programming (CTP) in the context of WASH programming,
• Relevant local and contextual knowledge of risk and vulnerability factors including those linked to gender and gender identity, disability and age
• Stakeholders and their responsibilities including WASH Cluster partners, Field Support Teams (FST), Standby Partners and other relevant stakeholders in the WASH market including actors that are humanitarian and development, public and private, state and non-state and those operating globally, nationally and locally,
• Strategies and policies relevant to WASH programming in the specific context
• WASH coordination platforms and networks including national WASH humanitarian coordination platforms,
• WASH sector response plans.

For every Child, you demonstrate...

UNICEF’s Core Values of Care, Respect, Integrity, Trust and Accountability and Sustainability (CRITAS) underpin everything we do and how we do it. Get acquainted with Our Values Charter: UNICEF Values

The UNICEF competencies required for this post are…

• Nurtures, Leads and Manages People (2)
• Demonstrates Self Awareness and Ethical Awareness (2)
• Works Collaboratively with Others (2)
• Builds and Maintains Partnerships (2)
• Innovates and Embraces Change (2)
• Thinks and Acts Strategically (2)
• Drives to Achieve Impactful Results (2)
• Manages Ambiguity and Complexity (2)

Coordination Competencies

• Applies Humanitarian Principles, Standards and Guidelines (3)
• Applies Key WASH Concepts and Tools (3)
• Operates Safely and Securely (3)
• Demonstrates Commitment to a Coordinated Response (3)
• Promotes Cooperation and Collaboration (3)
• Demonstrates Accountability (3)
• Promotes Inclusion (3)
• Provides Influential and Strategic Leadership (3)
• Analyzes and Communicates Information (3)
• Supports Resource Mobilization (3)
• Advocates for Improved WASH Outcomes (3)
• Monitors the Response (3)
• Strengthens National Capacity to Respond and Lead (3)

UNICEF is here to serve the world’s most disadvantaged children and our global workforce must reflect the diversity of those children. The UNICEF family is committed to include everyone, irrespective of their race/ethnicity, age, disability, gender identity, sexual orientation, religion, nationality, socio-economic background, or any other personal characteristic.

We offer a wide range of measures to include a more diverse workforce, such as paid parental leave, time off for breastfeeding purposes, and reasonable accommodation for persons with disabilities. UNICEF strongly encourages the use of flexible working arrangements.

UNICEF does not hire candidates who are married to children (persons under 18). UNICEF has a zero-tolerance policy on conduct that is incompatible with the aims and objectives of the United Nations and UNICEF, including sexual exploitation and abuse, sexual harassment, abuse of authority, and discrimination. UNICEF is committed to promoting the protection and safeguarding of all children. All selected candidates will undergo rigorous reference and background checks and will be expected to adhere to these standards and principles. Background checks will include the verification of academic credential(s) and employment history. Selected candidates may be required to provide additional information to conduct a background check.

UNICEF appointments are subject to medical clearance.  Issuance of a visa by the host country of the duty station is required for IP positions and will be facilitated by UNICEF. Appointments may also be subject to inoculation (vaccination) requirements, including against SARS-CoV-2 (Covid). Should you be selected for a position with UNICEF, you either must be inoculated as required or receive a medical exemption from the relevant department of the UN. Otherwise, the selection will be canceled.

Remarks:

As per Article 101, paragraph 3, of the Charter of the United Nations, the paramount consideration in the employment of the staff is the necessity of securing the highest standards of efficiency, competence, and integrity.

UNICEF’s active commitment to diversity and inclusion is critical to deliver the best results for children. For this position, eligible and suitable female candidates are encouraged to apply.

Government employees who are considered for employment with UNICEF are normally required to resign from their government positions before taking up an assignment with UNICEF. UNICEF reserves the right to withdraw an offer of appointment, without compensation, if a visa or medical clearance is not obtained, or necessary inoculation requirements are not met, within a reasonable period for any reason. 

UNICEF does not charge a processing fee at any stage of its recruitment, selection, and hiring processes (i.e., application stage, interview stage, validation stage, or appointment and training). UNICEF will not ask for applicants’ bank account information.

All UNICEF positions are advertised, and only shortlisted candidates will be contacted and advance to the next stage of the selection process. An internal candidate performing at the level of the post in the relevant functional area, or an internal/external candidate in the corresponding Talent Group, may be selected, if suitable for the post, without assessment of other candidates.

Additional information about working for UNICEF can be found here.